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	<title>Comments on: Book Review: Management: Tasks, Responsibilites, Practices</title>
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	<link>http://managingleadership.com/blog/2007/03/30/book-review-management-tasks-responsibilites-practices/</link>
	<description>The strategic role of the senior executive</description>
	<pubDate>Thu, 20 Nov 2008 11:03:48 +0000</pubDate>
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		<title>By: Practicing Management: Understanding what we do &#124; Managing Leadership</title>
		<link>http://managingleadership.com/blog/2007/03/30/book-review-management-tasks-responsibilites-practices/#comment-5823</link>
		<dc:creator>Practicing Management: Understanding what we do &#124; Managing Leadership</dc:creator>
		<pubDate>Sun, 11 May 2008 17:08:03 +0000</pubDate>
		<guid isPermaLink="false">http://managingleadership.com/blog/2007/03/30/book-review-management-tasks-responsibilites-practices/#comment-5823</guid>
		<description>[...] Book Review: Management: Tasks, Responsibilities, Practices [...]</description>
		<content:encoded><![CDATA[<p>[...] Book Review: Management: Tasks, Responsibilities, Practices [...]</p>
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	<item>
		<title>By: Practicing Management: Setting the rules &#124; Managing Leadership</title>
		<link>http://managingleadership.com/blog/2007/03/30/book-review-management-tasks-responsibilites-practices/#comment-2752</link>
		<dc:creator>Practicing Management: Setting the rules &#124; Managing Leadership</dc:creator>
		<pubDate>Wed, 09 Jan 2008 10:23:26 +0000</pubDate>
		<guid isPermaLink="false">http://managingleadership.com/blog/2007/03/30/book-review-management-tasks-responsibilites-practices/#comment-2752</guid>
		<description>[...] Book Review: Management: Tasks, Responsibilities, Practices [...]</description>
		<content:encoded><![CDATA[<p>[...] Book Review: Management: Tasks, Responsibilities, Practices [...]</p>
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		<title>By: Practicing Management: Understanding who we are &#124; Managing Leadership</title>
		<link>http://managingleadership.com/blog/2007/03/30/book-review-management-tasks-responsibilites-practices/#comment-2731</link>
		<dc:creator>Practicing Management: Understanding who we are &#124; Managing Leadership</dc:creator>
		<pubDate>Wed, 09 Jan 2008 08:43:52 +0000</pubDate>
		<guid isPermaLink="false">http://managingleadership.com/blog/2007/03/30/book-review-management-tasks-responsibilites-practices/#comment-2731</guid>
		<description>[...] Book Review: Management: Tasks, Responsibilities, Practices [...]</description>
		<content:encoded><![CDATA[<p>[...] Book Review: Management: Tasks, Responsibilities, Practices [...]</p>
]]></content:encoded>
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		<title>By: Defining Management &#124; Managing Leadership</title>
		<link>http://managingleadership.com/blog/2007/03/30/book-review-management-tasks-responsibilites-practices/#comment-2726</link>
		<dc:creator>Defining Management &#124; Managing Leadership</dc:creator>
		<pubDate>Wed, 09 Jan 2008 08:27:51 +0000</pubDate>
		<guid isPermaLink="false">http://managingleadership.com/blog/2007/03/30/book-review-management-tasks-responsibilites-practices/#comment-2726</guid>
		<description>[...] Book Review: Management: Tasks, Responsibilities, Practices [...]</description>
		<content:encoded><![CDATA[<p>[...] Book Review: Management: Tasks, Responsibilities, Practices [...]</p>
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		<title>By: Why leadership characteristic lists do not create leaders - Part Two &#124; Managing Leadership</title>
		<link>http://managingleadership.com/blog/2007/03/30/book-review-management-tasks-responsibilites-practices/#comment-1391</link>
		<dc:creator>Why leadership characteristic lists do not create leaders - Part Two &#124; Managing Leadership</dc:creator>
		<pubDate>Wed, 10 Oct 2007 13:28:29 +0000</pubDate>
		<guid isPermaLink="false">http://managingleadership.com/blog/2007/03/30/book-review-management-tasks-responsibilites-practices/#comment-1391</guid>
		<description>[...] Peter Drucker said, in Management: Tasks, Responsibilities, Practices, (see review here) that management exists "only in contemplation of performance." But other than general "technical competence" and the like (which don't really belong there), how many items on the leadership lists you've seen really contemplate the work to be done? [...]</description>
		<content:encoded><![CDATA[<p>[...] Peter Drucker said, in Management: Tasks, Responsibilities, Practices, (see review here) that management exists &#8220;only in contemplation of performance.&#8221; But other than general &#8220;technical competence&#8221; and the like (which don&#8217;t really belong there), how many items on the leadership lists you&#8217;ve seen really contemplate the work to be done? [...]</p>
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	<item>
		<title>By: Book Review: The Effective Executive &#124; Managing Leadership</title>
		<link>http://managingleadership.com/blog/2007/03/30/book-review-management-tasks-responsibilites-practices/#comment-1009</link>
		<dc:creator>Book Review: The Effective Executive &#124; Managing Leadership</dc:creator>
		<pubDate>Sat, 28 Jul 2007 11:31:19 +0000</pubDate>
		<guid isPermaLink="false">http://managingleadership.com/blog/2007/03/30/book-review-management-tasks-responsibilites-practices/#comment-1009</guid>
		<description>[...] Just as clearly, the one book on the list that is an absolute must read for every manager is Drucker's The Effective Executive. You will be pleased to note that it fills only about 150 pages, considerably less than the 800+ in his Management: Tasks, Responsibilities, Practices reviewed last week. But if your entire business education consists in a liberal arts bachelor's degree together with a deliberate and carefully considered reading of these 150 pages alone, you will likely outperform your peers with the most fashionably cobbled-together MBAs. [...]</description>
		<content:encoded><![CDATA[<p>[...] Just as clearly, the one book on the list that is an absolute must read for every manager is Drucker&#8217;s The Effective Executive. You will be pleased to note that it fills only about 150 pages, considerably less than the 800+ in his Management: Tasks, Responsibilities, Practices reviewed last week. But if your entire business education consists in a liberal arts bachelor&#8217;s degree together with a deliberate and carefully considered reading of these 150 pages alone, you will likely outperform your peers with the most fashionably cobbled-together MBAs. [...]</p>
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